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Describes the cross‐cultural training content of a management development programme in a multinational. Concentrates on a series of half‐day intercultural workshops held for each of the company’s five Peer Groups which were preceded by a questionnaire to all participants. The workshop was first run for Peer Group chairmen. The first session examines why acculturation training is vital for business. The participants examine cross‐cultural issues involved in building and sustaining multinational teams and the problems of participating in multicultural meetings. Group members then consider the required characteristics of an effective member of an international Peer Group and finally evaluate the areas discussed and the techniques for developing cultural synergy.

The hallmark of the new breed of European manager is cross‐cultural and linguistic fluency to achieve competitive edge in the European marketplace. There is a need to acquire and develop certain key competencies in order to live harmoniously and work effectively in this international environment. These requirements are reflected in the recruitment and selection of European managers. The changing face of European management presents new training challenges and opportunities, with the emphasis on developing cross‐cultural awareness, the ability to work in multicultural teams and to communicate across cultures.

Examines the need for HR departments to have a clear policy on repatriation, especially at times of restructuring and redundancy and the need to retain valuable staff on return. Considers the physical, psychological and emotional effects of “reverse culture shock”, the often unrealistic expectations of returnees and their families and suggests coping strategies, including assistance to the accompanying spouse and children, that can be implemented by both employers and employees. Outlines the possible content of a repatriation programme, stressing the need to tailor it to the needs of employees and their families. Comments on the heightened circumstances of natural disasters and political unrest that can cause rapid repatriation.

Highlights the factors to be considered in the transfer of skills and knowledge from one culture to another. Considers what can be done to assist transfer and what training is required. Examines the need for top‐management commitment and the crucial importance of building trust. The training of change agents and trainers is outlined together with the selection of staff. An overriding factor is the maximisation of cultural synergy at all stages in the process. Considers the decisions regarding the most effective vehicle for communication in the target culture. A model for the effective transfer of skills and knowledge, based on the systems approach to training, is suggested.

The purpose of this paper is to review the encouraging progress and increased momentum in both business and Government for more women to be appointed to senior positions. It traces this momentum since the author's last article: “Are cracks now appearing in the boardroom glass ceiling?” in Industrial and Commercial Training, Vol. 45 No. 4, 2013.

Critical review of recent initiatives by both government and business.

The article highlights the positive momentum towards greater gender equality in the workplace. It emphasises the need for more career guidance beginning early in school for girls and to change the male-dominated culture found in many areas of business.

Review of literature and media articles in the past 12 months.

The increased antipathy towards quotas and the need for greater career guidance in both schools and colleges, together with work experience placements for women. Recruitment and selection should be gender-free, based on ability and experience and carried out by selection panels of both sexes.

Highlights and analyses the recent encouraging trends and increasing awareness of the value women bring to a company board.

The paper aims to examine the effective use of pre‐departure training, the various types of such training available and the ensuing benefits to the company, the international managers themselves and their families. It highlights a number of future trends in this area.

The various types of pre‐departure training are considered with their advantages, and the need for sufficient time, analysis of training needs and appropriate training resources for such training to be effective. Areas covered include cross‐cultural awareness, communication skills, specific country/regional briefing, business procedures, international negotiating skills, building and sustaining multinational teams, language training, transfer of skills and knowledge and repatriation.

There is still a relative lack of pre‐departure training for international managers, although the benefits are now more widely accepted. Future trends indicate that the increase in globalisation will make such training all the more important in attempting to gain competitive advantage and retain key and experienced staff.

Pre‐departure training for international managers covering their destination country/region will assist them and their families to live and work more harmoniously and effectively in their new environment.

The purpose of this paper is to examine the importance of the effect of culture when negotiating in an international business context. The paper covers language of negotiation, the need to study the culture of the parties involved, building trust and personal relationships and appropriate training for international managers.

The various key cultural factors are considered in international business negotiation, with examples and suggestions as to how these can be used to achieve success.

The paper presents an overview illustrated with examples of the cultural factors involved in international negotiation. From these, suggested guidelines for good practice are given.

The paper shows that there is relatively little literature on negotiating across cultures, although the cultural “gurus” (Hofstede, Trompenaars, etc.) cover cultural differences. Also shown is the continued spread of globalisation and joint ventures, showing advice on negotiating across cultures will assume increasing importance.

This article aims to emphasise the increasing need for managers operating in international business to respond effectively to the challenges of globalisation and to provide suggested responses and training of global international managers.

The paper summarises the main driving forces behind globalisation and, in particular, the increasing influence of Brazil, Russia, China and India (the BRICs). It analyses the main challenges and associated political and economic factors.

Main challenges include strategic, geopolitical issues, working effectively in multinational teams, ethical and environmental considerations, the vulnerability of global supply chains and the ever-present requirement for wider understanding of the cultural background. Training required includes language skills, special competencies and the development of global leadership skills.

The paper was written against a background of swiftly changing circumstances and inherent problems in interpretation of governments' statistics.

Practical implications are the difficulty of assessing change in a period of general sluggish growth in a global recession and a basic lack of business confidence.

Social implications include the rise in the potential spending power of developing countries, especially the BRICs, who now have a sizeable affluent middle class. This is against a background of latent social unrest as the gap between the rich and poor is tending to increase.

This paper is an attempt to summarise the key challenges and the current economic factors which can threaten the successful operation of international management in the globalised economy.

The purpose of this paper is to emphasise the importance of the study of ethics in an international context in business courses.

The paper begins with proposed learning outcomes. It examines, using contemporary examples, the increased importance of corporate social responsibility (CSR), the implications of national and international legislation concerning ethical issues and the need for sound overall corporate governance. It concludes with analysis of recent progress towards sustaining ethical standards. The various key ethical dilemmas which occur in business are examined using recent examples, both from the UK and internationally.

The paper presents an optimistic analysis of recent progress made in the development of ethical standards in business, including suggestions for future good practice, both internationally and at company level.

The paper emphasises the importance of sound governance, which is fundamental to the success in fostering ethical practices in international business.

The purpose of this paper to examine the responses that international HRM needs to make to the challenges it faces with increasing responsibilities in the globalised environment. It covers the key areas of recruitment, selection, training and retention and uses examples from the author's involvement in working with a major multinational in the recruitment of potential international managers.

Analysis of the concerns expressed about an international career and the coping strategies offered by employers.

The paper highlights the paramount aim of international companies to reduce failure on assignment overseas and maintain retention on return to the home country.

Analysis and review of current trends to meet challenges facing international HRM.

The increased competition to recruit potential high quality international managers, to prepare them for overseas assignments to ensure successful appointments and to plan their repatriation and retention.

Emphasises with real-life examples the key challenges and analyses what is being done to meet them.